Read the attached articles about Heinz and Kraft merger. Utilizing your knowledge of business and corporate strategy, and corporate governance please discuss the following questions:

1. Why did Heinz want to merge with Kraft Foods? How would the merger affect Heinz business strategy?

2. What is the role of corporate governance in this merger?

NYTimes: Reading the Fine Print in the Heinz-Kraft Deal

MARCH 26, 2015

The $70 billion combination of Kraft and Heinz is a big, big deal, but it is perhaps most interesting for how the parties have agreed to run the combined company.

It is also an odd deal from the start.

Kraft shareholders will receive one share of Heinz stock for each share of Kraft stock. This is par for the course. The unusual part is that Heinz is private and will publicly list its shares in connection with this transaction.

This immediately raises valuation issues.

Because Heinz shares do not trade in the market, their value is uncertain. Kraft, therefore, took a leap of faith in accepting the offer. This may not have been a huge leap since you can pretty much assume that Heinz would be priced similarly to Kraft in terms of multiples to earnings and revenue. In fact, since Heinz is better-run, it may even be priced higher. These are numbers that the investment bankers can easily compute.

Still, the owners of Heinz Berkshire Hathaway and the Brazilian private investment group 3G Capital are notoriously good bargainers. And Warren E. Buffett, the head of Berkshire, has always complained that offering stock to buy companies is foolish since it dilutes your own interest. He has said that it only makes sense if you are getting a good deal and the company is valued at least as much as the stock being given. Not only that, but Heinz is private and so Mr. Buffett and 3G have the best knowledge, and in some cases, the only knowledge, on Heinzs value.

This may make you queasy about the deal Kraft struck, but the market seems comfortable with it. Krafts stock surged 36 percent on Wednesday, the day of announcement. Well see if the market is right as Heinz will have to disclose significant amounts of operating information in connection with the listing of its shares and completion of this deal.

The Heinz-Kraft combo is also notable in that it is specifically structured to keep Berkshire and 3G in control.

If Heinz had paid all stock, then 3G and Berkshire Hathaway would have lost control of the combined company by owning less than 50 percent. Thats the reason for the added $10 billion, or $16.50 a share, dividend, financed by Berkshire Hathaway and 3G. This kept 3Gs and Berkshires combined ownership of the new company at 51 percent.

Why is the cash paid as a dividend and not just directly to Kraft shareholders as cash? I am not sure why. But it may have to do with the fact that about 30 percent of the offer price is being paid in cash. Kraft does not want to trigger a buyback of its debt. But a very technical tax and structuring point is that you cant pay that much cash in the merger and not trigger the debt buyback.

(If you are a deal lawyer, here are the even more technical details. Heinz is acquiring Kraft through a merger of Kraft with a Heinz subsidiary. When the subsidiary and Kraft merge, only one survives. The others assets and liabilities are transferred to the survivor. But under the tax rules, if Heinz pays this much cash and Kraft is the surviving company in the merger, then the stock portion being paid to Kraft stockholders is taxable. If, however, the money is paid as a dividend, the merger can still be structured so that Kraft is the surviving company and the stock part is tax-free. And Kraft needs to be the surviving company, otherwise it will have to refinance its debt at a significant cost.)

Once the transaction closes, 3G and Berkshire will have control over the company. According to reports, Mr. Buffett will appoint three directors and 3G another three. Five other directors will be appointed by Kraft. But dont be fooled. Berkshire and 3G can simply act together and replace the Kraft directors at whim.

This control can be exercised at any time. The certificate of incorporation of the new company is being amended to allow shareholders to act by written consent. Under the certificate, 3G and Berkshire acting alone as majority shareholders can remove directors at any time if the majority of the board approves it. Without board approval, directors can be replaced by 3G and Berkshire at any annual meeting.

With 3G and Berkshire in control, this might leave Kraft shareholders wondering what protections they have. Sometimes, in a case like this you will see minority protections in the certificate of the surviving company. These can include minimum pricing requirements if the controlling shareholder tries to purchase their shares. It can also include a requirement that the board include independent directors. But in this case, there are none of these included. Shareholders will instead have to rely on the basic protections afforded by Delaware, where the combined company will be incorporated.

The bottom line is that this will be a company run by 3G and Berkshire with little input from Kraft shareholders. Expect huge cost cuts to get that $1.5 billion in annual cost savings that Heinz expects. And remember, Kraft executives 3G executives fly coach. Enjoy!

To appeal to Kraft, the parties have agreed that the headquarters for the combined company will be in both Pittsburgh and Chicago for the time being, something that is not bound to last given the cost-cutting penchant of 3G. The combination agreement among the parties states that the two headquarters approach will take effect when the deal closes and following that time. But what does following mean? A day? A year? Forever? And who would complain? Since the merger agreement doesnt allow anyone to enforce the two headquarters provision, no one can complain if Heinz moves everything to Pittsburgh (or vice versa). Additionally, companies will sometimes make a contractual commitment to continue to support charities in their hometowns, as occurred when Berkshire Hathaway bought Wrigley. This is not the case here. Instead, Heinz and Kraft said they remain committed to their community charities, but did not contractually commit to anything.

Still, 3G and Mr. Buffett did not move Heinz abroad. Mr. Buffett would not want to be seen as arbitraging tax too much. (He did participate in the Tim Hortons deal that moved Burger King to Canada, though that could be explained by the fact Tim Hortons was the bigger company.)

Both companies are in the packaged food business, so antitrust issues may arise in this transaction. Heinz has agreed to take all steps to clear the transaction with the antitrust authorities, including divestitures, except as would have a material adverse effect on the combined company. This is what is known in the industry as a modified hell-or-high-water provision since it requires Heinz to take some steps, but not every step, to satisfy the authorities. The merger agreement does not define a material adverse effect. But based on precedent, we are talking about the possibility of billions in divestitures before the company is materially harmed. This provides Kraft with a lot of cover to get the deal done without the antitrust authorities blocking it or Heinz refusing to settle. Still, there is no termination fee to be paid to Kraft if this deal is blocked.

The fact there is no termination fee payable by Heinz didnt stop the parties from negotiating a $1.2 billion termination fee paid by Kraft if another bidder steps in. This is a high fee 4 percent of the transaction value particularly since it appears that Kraft was not shopped to other potential bidders before the transaction with Heinz. But Kraft is incorporated in Virginia. Presumably, the judges there are a bit more lenient than in Delaware, which probably would have approved this. Chalk it up to Mr. Buffetts magic touch in negotiating deals that are almost never trumped.

Finally, on Wednesday, Kraft amended its bylaws to ensure that all litigation is filed in Virginia. This is a response to the fact that according to at least one study, 95 percent of the deals last year attracted litigation.) And this one is likely to draw lots of suits since it is so big. Additionally, it is unclear how much the two sides negotiated over price.

This type of bylaw is common these days, but doing it in anticipation of litigation is risky. According to Deal Point Data, 24 companies about to be acquired have done so over the past three years. But at least one court has struck down this type of forum selection provision when it was done in anticipation of lawsuits.

Still, while litigation is likely, it wont stop the transaction. And with Mr. Buffetts magic touch, nothing else probably will. Kraft shareholders should get ready for life under their new leaders.

Forbes: Why The Heinz-Kraft Foods Merger Is A Rare Kind Of Warren Buffett Deal

Antoine Gara, 3/25/2015

Just weeks after lamenting the pitfalls of stock-for-stock mergers, billionaire Warren Buffett of Berkshire Hathaway is participating in the biggest stock deal of his legendary career, 3G Capital- controlled ketchup-maker Heinzs near $40 billion cash and stock takeover of Kraft Foods, the maker of Oscar Meyer meats, Maxwell House coffee, Kraft Macaroni & Cheese and JELL-O.

But before accusing Buffett of yet another instance of his do as I say, but not as I do approach or hypocrisy to put it more bluntly investors following Wednesdays blockbuster deal would do well to look at the flip-side of Buffetts words and the structure of the offer. Heinzs prospective takeover of Kraft Foods runs directly counter to the ideas Buffett laid out in his annual shareholder letter, but it may be the best deal Buffetts ever pitched to rank and file shareholders.

Unlike his takeovers of Lubrizol and his participation in 3Gs $23 billion acquisition of Heinz, the Oracle of Omaha wont be cashing out current Kraft Foods investors at a fixed price. Instead, Buffett and 3G are financing a $16.50 a share special dividend to Kraft Foods shareholders, and participating in a stock-for-stock merger that will give 49% of the Kraft Heinz Company to public investors. Thats somewhat similar to Buffetts Burlington Northern takeover, which involved 60% cash and 40% Berkshire stock.

That means current investors will see a benefit from the potential $1.5 billion in annual cost synergies that 3G believes it can wrench out from the combined Kraft Heinz, and they also will retain a significant interest in a global foods powerhouse with eight brands that generate in excess of $1 billion in revenue. Its a compelling proposition given 3Gs proven ability to uncover value and growth opportunities in consumer brands such as Budweiser, Burger King and most recently, Heinz and Tim Hortons.

Meanwhile, with Buffetts cash-gushing Berkshire Hathaway as a linchpin investor and financier to the combined company, theres no telling where 3G may strike next. In a foods industry where companies like PepsiCo PEP +0.41%, Campbells Soup, General Mills GIS +0.27% and Kellogg K +0.38% are struggling and brand conglomerates such as Procter & Gamble PG +0.07% are divesting assets, Kraft Heinz could emerge as an empire-building consolidator.

3G and Berkshire are paying $67 a share for Kraft Foods, an over 9% premium to Tuesdays close, according to calculations from Citigroup analysts. However, Citigroup estimates Kraft Heinz will earn nearly $8 billion in annual EBITDA once synergies are accounted for, giving the combined company a $100 billion enterprise value that would value Kraft Foods at $82.62 a share, or a 34.7% premium. And that doesnt count any potential new opportunities that 3G and Buffett might uncover as Kraft Heinz reduces its debt burdens through the merger.

Whats not to like? Going back to Buffetts cautious take on stock-for-stock mergers, a re-read of his annual letter shows potential positives for Kraft Foods investors.

Trading shares of a wonderful business which Berkshire most certainly is for ownership of a so-so business irreparably destroys value Too often CEOs seem blind to an elementary reality: The intrinsic value of the shares you give in an acquisition must not be greater than the intrinsic value of the business you receive, Buffett wrote.

Buffett was lamenting the instances where he used valuable Berkshire stock to buy businesses that added little to his empire. In the case of Dexter Shoe, Berkshire paid $433 million in stock for the company, but quickly wrote off the entire purchase price of the deal. Nonetheless, Buffett quantified his costs at roughly $5.7 billion given the value of the Berkshire shares he ceded to make the purchase.

As a financial disaster, this one deserves a spot in the Guinness Book of World Records, Buffett said. As Berkshires financial might has grown, hes become a cash buyer and a hesitant peddler of Berkshire stock.

But Kraft Foods shareholders can only hope they are as lucky as Dexter Shoe investors in Heinzs takeover. They could be receiving a major stake in a Berkshire-like vehicle, similar to other 3G-controlled companies like ABInbev and QSR Brands International.

Buffett is playing a helpful hand to 3Gs ambitions as a consumer brand consolidator, however, the Brazilian private equity giant has no perm anent Berkshire-like war chest and thus it seems they have to meet shareholders midway. Surely if 3G had its druthers, it would be a cash buyer of Kraft Foods, and perhaps the size of the deal, when combined with money already sunk into Heinz, is simply too rich for Berkshires cash spending appetite.

Wednesdays stock merger doesnt come at much of a premium for Kraft Foods shareholders. In fact, were the deal a cash-only offer, it might be a poor proposition. The stock component is its best attribute.

Kraft Foods shareholders are tying their fates to a powerful tandem of 3G and Berkshire Hathaway at zero cost. A $16.50 a share special dividend may also tide over their near-term appetite for cash as they participate in what could be a long-term winner.

It is a value-creating transaction for Kraft shareholders, Roy Behren, co-portfolio manager of the $5.3 billion Westchester Capital Management Merger Fund, told Forbes by telephone. Behren likes both the cash component of the deal and the fact that Kraft Foods shareholders will participate in anticipated synergies.

He also sees the prospect that Kraft Heinz becomes far more than whats laid out in Wednesdays term sheet. This is a way for 3G Capital to now have a publicly traded vehicle where it can have stock to use for future acquisitions. Kraft Heinz will have the option of doing cash or stock deals going forward, Behren said.

Kraft Foods stock was trading over $80 a share on Wednesday morning, underscoring investors confidence in the prospects of a combined Kraft Heinz Company.

WSJ: Kraft, Heinz to Merge, Forming Food Giant

By DANA CIMILLUCA,DANA MATTIOLI and CHELSEY DULANEY

Updated March 25, 2015 5:47 p.m. ET

Two of the biggest names in packaged foodsKraft and Heinzare merging in a deal orchestrated by Warren Buffett and Brazilian private-equity firm 3G Capital Partners L.P., creating one of the worlds largest food and beverage companies.

The companies didnt disclose a value for the deal, but based on Krafts market capitalization following the announcement, investors pegged it around $49 billion.

The combined company, which will be called the Kraft Heinz Co., will have revenue of about $28 billion and include well-known brands such as Oscar Mayer meats, Maxwell House coffee, Jell-O, and Planters nuts, along with the namesake Kraft cheese products and Heinz ketchup and condiments.

The Wall Street Journal late Tuesday was first to report that Kraft Foods Group Inc. and H.J. Heinz Co., were in merger talks. Shares of Kraft surged 36% Wednesday to $83.17, its highest closeby more than 20%--since the company split in 2012.

The deal comes as Kraft and other major U.S. food makers struggle with changes in consumer tastes that have hampered their ability to sell packaged, processed food.

Heinz shareholders will hold a 51% stake in the combined company, while Kraft shareholders will hold a 49% ownership stake. Kraft shareholders also will receive a special dividend of $16.50 a share, representing 27% of Krafts closing price on Tuesday. Mr. Buffetts Berkshire Hathaway Inc. and 3G Capital will provide the $10 billion to fund the special dividend.

In 2013, 3G teamed up with Mr. Buffett to buy U.S. ketchup maker Heinz for $23 billion.

3G, an acquisitive Brazilian firm known for buying consumer companies it considers bloated and aggressively slashing costs, has been looking for targets after it recently raised some $5 billion for deal making. Annual cost savings from the Kraft and Heinz combination could reach $1.5 billion by the end of 2017, the companies said Wednesday.

3G has become a major player in the U.S. food sector. Billionaire co-founder Jorge Paulo Lemann was a big shareholder in brewer InBev and helped engineer its 2008 acquisition of Anheuser-Busch.

In 2010, 3G took private fast-food restaurant Burger King Worldwide Inc. Last year, 3G bought Canadas coffee-and-doughnut retailer Tim Hortons Inc. through its Burger King holding. The $11 billion deal was financed in part by Mr. Buffett.

The new companys shares would trade publicly, according to a statement announcing the deal. Berkshire and 3G also indicated they dont intend to sell their stakes in the new company any time soon, saying they are committed to long-term ownership of the Kraft Heinz company.

Mr. Buffett said on CNBC that Berkshire would own about 320 million shares in the new company. He added that the deal had been in the works for about four weeks.

On whether the deals structure is attractive enough for Kraft shareholders, Mr. Buffett said, So far it looks like they like it, and if they dont like it, they can probably sell it for a lot more than perhaps Kraft could have been sold to anybody else.

Alex Behring, chairman of Heinz and managing partner at 3G Capital, will become the chairman of Kraft Heinz, and Bernardo Hees,chief executive of Heinz, will be the CEO. John Cahill, Kraft chairman and CEO, will become vice chairman, and the board of directors will consist of five members appointed by the current Kraft board, as well as the current Heinz board, including three members each from Berkshire and 3G Capital.

Kraft Heinz would rank as the fifth-largest food company in the world, behind Nestl SA,Mondelez International Inc., PepsiCo Inc. and Unilever Group, according to Euromonitor International Inc.

Todays Kraft was born in a huge corporate split in 2012, when it was spun off by its namesake, leaving an international snacks company now called Mondelez International Inc.

Kraft has touted its leaner cost structure compared with other packaged food companies, having cut jobs and eliminated other costs. But it is still highly vulnerable to the changes in consumer tastes.

With products including its bright orange macaroni and cheese, Lunchables, Oscar Mayer deli meats and Cool Whip dessert topping, Kraft has struggled of late, buffeted by changes in consumer tastes and other factors that have challenged many of the biggest and most established packaged-food companies. Its revenue last year was effectively flat at $18 billion, while net profit fell 62% to $1 billion, in part because of higher commodity costs and big charges related to post-employment benefit plans. The company has said it lost market share in 40% of its U.S. businesses and was flat in the rest.

As people shift to buying fresher foods they perceive as healthier, Kraft has attempted to adapt by taking artificial coloring out of some of its cheeses. It also has trumpeted a high-protein snack pack called P3which combines meat, cheese cubes, and nutssold by its Oscar Mayer brand.

Another recent effort stirred controversy: Kraft struck a deal to put the Academy of Nutrition and Dietetics Kids Eat Right logo on its single-sliced American cheeses products, prompting ridicule from Comedy Central host Jon Stewart and criticism from members of the health-professionals group who said it shouldnt have seemed to endorse the product.

Kraft has made headway revitalizing some older brands like Planters and Jell-O, but its efforts so far havent sparked a turnaround in sales and profits.

The deal is noteworthy in terms of who helped put it together. There was only one financial adviser for each company, neither a bulge-bracket Wall Street bank.

Lazard was Heinzs exclusive financial adviser, while Cravath, Swaine & Moore and Kirkland & Ellis were its legal advisers. Centerview Partners LLC was Krafts exclusive financial adviser, while Sullivan & Cromwell was its legal adviser.